Management Overview Prince Dudhatra 9724949948

8/7/2019 Management Overview Prince Dudhatra 9724949948

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Management: An Overview

prince dudhatra-9724949948


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Organization Organization is a system which operates through

human activity.

Organizations are very complex social formations,their links cant be described with only one theory.

Organization Theories concerns 3 levels:

Macro: cooperation among different organization

Mezzo: structures of the organizations, and influencingfactors

Micro: behavior of the members of the organizations,motivation, conflict etc.



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What is Management?

Definition: Coordinating work activities so

that they are completed efficiently and

effectively with and through other people

Efficiency: getting the most output from

the least input

Effectiveness: completing activities so thatthe organizations goals are attained.



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Management is

EffectivenessEffectiveness

EfficiencyEfficiency

Getting workGetting workdone throughdone through

othersothers



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Managerial Roles

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance

Handler

ResourceAllocator

Negotiator

Interpersonal Informational Decisional



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Management Functions

Planning

Organizing

Staffing

Leading

Controlling

Making Things Happen

Meeting the Competition

Organizing People,Projects, and Processes

Classical


Updated




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Levels of Management

CEO

COO

CIO

General Mgr

Plant Mgr

Regional Mgr

Office ManagerShift Supervisor

Department Manager

Team Leader

Top Level Management

Middle Level Management

First-Line

Management



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Top ManagersResponsible for

Creating a context for change

Developing attitudes of commitment

and ownership in employees

Creating a positive organizational

culture through language and action

Monitoring their business environmentsprince dudhatra-9724949948


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Middle Managers

Responsible for

Setting objectives consistent with top

management goals, planning strategies

Coordinating and linking groups,

departments, and divisions

Monitoring and managing the performance

of subunits and managers who report to them

Implementing the changes or strategies

generated by top managersprince dudhatra-9724949948


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First-Line Managers

Responsible for

Managing the performance of

entry-level employees

Teaching entry-level employees

how to do their jobs

Making schedules and operating plans based on

middle managements intermediate-range plansprince dudhatra-9724949948


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What Companies Look for in

Managers

Technical Skills Human Skill

Conceptual Skill Design Skill



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Core skills and their use in the

different levels

Conceptual skills

Human skills

Technical skills

Managerial levels

Lower Middle Top



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Management Theory

Pre-C

lassical

Classical Approaches

Frederick Taylor: Scientific Management (1886)

Frank and Lillian Gilbreth: Time/motion studies (later 1800s)

Henri Fayol: 14 Principles of Management (1880s-1890s) MaxWeber : Bureaucracy (1920s)

Behavioral Approaches The Hawthorne Experiment (1927)

MacGregors Theory X and Theory Y (1960)

Quantitative Approaches

Contemporary Approaches Ouchis Theory Z (1981)

Contingency Management



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Classical Approaches

Frederick Taylor: Scientific Management(1886)

Frank and Lillian Gilbreth: Time and motionstudies (later 1800s)

Henri Fayol: Fourteen Principles of

Management (1880s-1890s) Max Weber : Bureaucracy (1920s)



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Frederick W. Taylor

Developed Scientific Management

Laid foundation for the study of management Key ideas:

Management as a separate field of study

Explicit guidelines for scientific study of

management functions Time studies for setting standards

Functional specialization of managers duties

Piece-rate Incentive systems



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Taylors Principles of Management The one best way.

Management using scientific observation

Scientific selection of personnel Put right worker in right job, find limitations, train

Financial incentives Putting right worker in right job not enough A system of financial incentives is also needed

Functional foremanship Division of labor between manager and workers Manager plans, prepares, inspects Worker does the actual work Functional foremen , specialized experts,

responsible for specific aspects of the jobprince dudhatra-9724949948


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Frank & Lillian Gilbreth

Time and motion efficiency experts Developed therbligs, breakdown of manual skills

into 16 actions Frank was a lazy bricklayer looking for an

easier way and Lillian was a psychologist.

Endorsed piece-work and suggested a higher

rate per unit if his directions were followed. Disagreed with Taylors idea that

management should choose which workerstook which jobs.



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Henri Fayol

First came up with the five basic

functions of managementPlanning,Organizing, Staffing, Directing,Communicating, and Controlling

First wrote that management is a set of

principles which can be learned. Developed Fourteen Principles of

Management



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HENRI FAYOLsFOURTEEN PRINCIPLES OF MANAGEMENT



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1. Specializationoflabor. Specializing encourages

continuous improvement in skills and the development ofimprovements in methods.

2. Authority. The right to give orders and the power to exact

obedience.

3. Discipline. No slacking, bending of rules.4. Unityofcommand. Each employee has one and only one

boss.

5. Unityofdirection. A single mind generates a single plan

and all play their part in that plan.6. SubordinationofIndividual Interests.When at work,

only work things should be pursued or thought about.

7. Remuneration. Employees receive fair payment for

services, not what the company can get away with.prince dudhatra-9724949948


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8. Centralization. Consolidation of managementfunctions. Decisions are made from the top.9. Scalar Chain (line of authority). Formal chainof command running from top to bottom of theorganization, like military10. Order. All materials and personnel have aprescribed place, and they must remain there.11. Equity. Equality of treatment (but notnecessarily identical treatment)12. Personnel Tenure. Limited turnover ofpersonnel. Lifetime employment for good workers.13. Initiative. Thinking out a plan and do what ittakes to make it happen.14. Esprit de corps. Harmony, cohesion amongersonnel.



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Max Weber

Coined bureaucracy: the perfect office

Well defined chain of command Clear division of work (job descriptions)

Procedures for any situation

Impersonality Employment and promotion based on

technical competence.



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Behavioral Approaches

The Hawthorne Experiment (1927)

Chester Barnard (1930s 1960s)

Herbert Simon (1947)

MacGregors Theory X and Theory Y (1960)



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The Hawthorne Experiment Research conducted at the Hawthorne plant

of the Western Electric Company nearChicago, 1927-1937

Initial study: effects of lighting on workerperformance

But the Hawthorne Effect was insteadidentified The workers values, desires, and needs may be

more important than physical conditions. Workers want to have input. Workers want to be respected.prince dudhatra-9724949948


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Theories X and Y Conducted in 1960s by Douglas McGregor

Theory X: classical theory

Most people dislike work and responsibility,they are motivated only by money and donot care about the job.

Close supervision is required and peoplemust be carefully controlled and coercedinto working

Average person prefers direction



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Theories X and Y Theory Y: Modern Management Theory

People often enjoy their work and will exercise

self-control at work. People are motivated by wanting to do a good job

and will do well if the opportunity is presented

People have capacity for imagination, ingenuity,

and creativity People enjoy expending physical and mental effort

in work as much as play and rest



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Contemporary Approaches

Ouchis Theory Z (1981)




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Ouchis Theory Z Theory Z

Value of culture in an industrial society

Intimate and cooperative workrelationships

Alienated in work environment in which

family ties, traditions, and socialinstitutions are minimized

Workers have strong sense of moralobligation, discipline and order



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Managing in Different and ChangingSituations

Require managers to use different approaches andtechniques

Contingencyperspective - different ways ofmanaging are required in different organizationsand different circumstances

stresses that there are no simplistic or universalrules

contingencyvariable Prentice Hall,2002



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Brief Behavioral

Mary Parker Follet : Power Sharing

Chris Argyris: Model I & Model II Organisations

Quantitative Approach

Management Science

Operation Management

MIS

System Theoryprince dudhatra-9724949948

Documents

Management Overview Prince Dudhatra 9724949948